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Continuing the tradition of the previous edition, Strategic Management in Action, 2e integrates the most current strategic management theories and practices in an engaging and exciting format. Features *New Comprehensive cases at the end of the text including companies such as Amazon.com, Levi-Strauss, and Starbucks. *New Strategic Management in an E-Business World boxes in every chapter explore e-business concepts and how decision makers are dealing with the dynamic changes taking place in that area. *New Strategic Management-The Global Perspective boxes in each chapter emphasize the international scope of todays business environment and examples from companies around the world. *New The Grey Zone asks students to think about the ethical implications inherent in strategic decision making. *A Companion Web site-Gives students access to online study guides, Internet resources, and related exercises. Visit the site at www.prenhall.com/coulter.

Tabla de contenidos provista por Syndetics

• Preface(p. xvii)
• Chapter 1 Introducing the Concepts(p. 2)
• Why Is Strategic Management Important?(p. 4)
• What Is Strategic Management?(p. 6)
• The Basics of Strategy and Strategic Management(p. 7)
• The Strategic Management Process(p. 9)
• Looking at Strategic Management's Past(p. 13)
• Misconceptions About Strategy and Strategic Management(p. 16)
• Who's Involved with Strategic Management?(p. 18)
• The Role of the Board of Directors in Strategic Management(p. 18)
• The Role of Top Management(p. 20)
• Other Strategic Managers and Organizational Employees(p. 21)
• The Bottom Line(p. 23)
• Building Your Skills(p. 25)
• Strategic Management in Action Cases(p. 27)
• Chapter 2 The Context of Managing Strategically(p. 32)
• Managing Strategically and Competitive Advantage(p. 34)
• The Industrial Organization (I/O) View(p. 36)
• Resource-Based View(p. 37)
• Guerrilla View(p. 40)
• All Three Views Provide Clues to Understanding Competitive Advantage(p. 41)
• The Realities of the New Business Environment(p. 42)
• Drivers of the New Business Environment(p. 42)
• Implications of These Driving Forces(p. 48)
• Critical Success Factors(p. 50)
• The Bottom Line(p. 62)
• Building Your Skills(p. 65)
• Strategic Management in Action Cases(p. 67)
• Chapter 3 Assessing Opportunities and Threats: Doing an External Analysis(p. 74)
• What Is an External Analysis?(p. 76)
• Organizations as Open Systems(p. 76)
• Perspectives on Organizational Environments(p. 77)
• Environmental Scanning and External Analysis(p. 79)
• How Do You Do an External Analysis?(p. 80)
• External Environmental Sectors(p. 81)
• Specific Environment(p. 82)
• General Environment(p. 91)
• Finding Information on the External Environment and Evaluating It(p. 102)
• Responsibilities for External Analysis at Different Managerial Levels(p. 104)
• Why Do an External Analysis?(p. 108)
• Benefits of Doing an External Analysis(p. 108)
• Challenges of Doing an External Analysis(p. 110)
• The Bottom Line(p. 111)
• Building Your Skills(p. 113)
• Strategic Management in Action Cases(p. 115)
• Chapter 4 Assessing Strengths and Weaknesses: Doing an Internal Analysis(p. 120)
• What Is an Internal Analysis?(p. 122)
• A Quick Review of Organizational Resources(p. 123)
• From Resources to Organizational Capabilities(p. 123)
• From Capabilities to Distinctive Capabilities and Core Competencies(p. 126)
• The Role of Strengths and Weaknesses(p. 130)
• How to Do an Internal Analysis(p. 130)
• Value Chain Analysis(p. 131)
• Using an Internal Audit(p. 135)
• Using an Internal Environmental Analysis Process(p. 136)
• Capabilities Assessment Profile(p. 141)
• Classifying an Organization's Strengths and Weaknesses(p. 144)
• Why Do an Internal Analysis?(p. 148)
• The Bottom Line(p. 149)
• Building Your Skills(p. 151)
• Strategic Management in Action Cases(p. 153)
• Chapter 5 Functional Strategies(p. 158)
• Why Are We Looking at Functional Strategies First?(p. 160)
• Strategic Management in Action Process(p. 160)
• What Happens After the SWOT Analysis?(p. 162)
• What Are the Various Functional Strategies and How Are They Implemented?(p. 163)
• Production--Operations--Manufacturing Strategies(p. 163)
• Marketing Strategies(p. 168)
• Human Resource Management Strategies(p. 175)
• Research and Development Strategies(p. 183)
• Information Systems Strategies(p. 188)
• Financial--Accounting Strategies(p. 192)
• Now What?(p. 196)
• Implementing the Various Functional Strategies(p. 196)
• Evaluating Strategies and Making Changes(p. 197)
• Coordinating with Other Organizational Strategies(p. 197)
• The Bottom Line(p. 198)
• Building Your Skills(p. 201)
• Strategic Management in Action Cases(p. 203)
• Chapter 6 Competitive Strategies(p. 208)
• What Is Competitive Advantage and How Do We Get It?(p. 210)
• Understanding the Competitive Environment(p. 211)
• The Role of Resources, Distinctive Capabilities, and Core Competencies in Gaining Competitive Advantage(p. 213)
• From Competitive Advantage to Competitive Strategy(p. 215)
• What Are the Competitive Strategies?(p. 216)
• Traditional Approaches to Defining Competitive Strategy(p. 216)
• New Perspectives on Competitive Strategy(p. 227)
• A Brief Recap of the Various Approaches to Describing Competitive Strategies(p. 231)
• Implementing, Evaluating, and Changing Competitive Strategy(p. 231)
• Implementing Competitive Strategy(p. 232)
• Evaluating and Changing Competitive Strategy(p. 237)
• The Bottom Line(p. 238)
• Building Your Skills(p. 240)
• Strategic Management in Action Cases(p. 243)
• Chapter 7 Corporate Strategies(p. 248)
• A Brief Overview of Corporate Strategy(p. 250)
• What Is Corporate Strategy?(p. 250)
• Relating Corporate Strategy to Other Organizational Strategies(p. 251)
• What Are the Possible Corporate Strategic Directions?(p. 252)
• Organizational Growth(p. 253)
• Types of Growth Strategies(p. 253)
• Implementing Growth Strategies(p. 266)
• Organizational Stability(p. 270)
• When Is Stability an Appropriate Strategic Choice?(p. 271)
• Implementing the Stability Strategy(p. 272)
• Organizational Renewal(p. 272)
• Types of Renewal Strategies(p. 274)
• Implementing Renewal Strategies(p. 275)
• Evaluating and Changing Corporate Strategy(p. 280)
• Evaluating Corporate Strategies(p. 280)
• Changing Corporate Strategies(p. 288)
• The Bottom Line(p. 289)
• Building Your Skills(p. 292)
• Strategic Management in Action Cases(p. 294)
• Chapter 8 Strategic Management in Other Organization Types(p. 300)
• Small Businesses and Entrepreneurial Ventures(p. 302)
• What Is a Small Business and What Is an Entrepreneurial Venture?(p. 302)
• Why Are These Types of Organizations Important?(p. 303)
• The Strategic Management Process in Small Businesses and Entrepreneurial Ventures(p. 305)
• Specific Strategic Issues Facing Small Businesses and Entrepreneurial Ventures(p. 311)
• Not-for-Profit and Public Sector Organizations(p. 313)
• What Are Not-for-Profit Organizations and What Are Public Sector Organizations?(p. 313)
• The Strategic Management Process in Not-for-Profit and Public Sector Organizations(p. 316)
• Specific Strategic Issues Facing Not-for-Profit and Public Sector Organizations(p. 321)
• The Bottom Line(p. 326)
• Building Your Skills(p. 328)
• Strategic Management in Action Cases(p. 330)
• Appendix Comprehensive Cases for Analysis(p. 336)
• Amazon.com(p. 336)
• Eatertainment Industry(p. 345)
• Greeting-Card Industry(p. 351)
• Kellogg Company(p. 355)
• Levi-Strauss and Company(p. 359)
• Southwest Airlines(p. 366)
• Starbucks Corporation(p. 376)
• Index(p. 387)